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This book explores many of the new aspects of the core business of schools and colleges, that is, the curriculum. Keeping the focus clearly on learning and teaching, the contributors explore the practical issues for managers at institutional level, within the context of their need to understand and analyze key educational values and principles. Part One presents overviews of theories and models of curriculum, while Part Two examines how these are applied through planning, monitoring and evaluating. Part Three explores in detail the various managerial roles within schools and colleges from leaders to those responsible for cross-curriculum work and special educational needs. The fourth part discusses the importance of effectively managing resources for the curriculum - the environment, support staff and finance.
Contributors use empirical research evidence to analyze current curriculum trends whilst proposing various new models which are likely to emerge in the 21st century.
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David Middlewood is currently a part-time Research Fellow at the Centre for Educational Studies in the University of Warwick, having previously worked at the University of Lincoln and the University of Leicester where he was Deputy Director of the Centre for Educational Leadership and Management. Prior to working in Higher Education, David taught in schools for many years, culminating in the principalship of a comprehensive secondary school for nine years, where awards were won for creative arts and equal opportunities. He has taught and researched extensively in the UK and also in various countries in Europe and Africa, being a visiting professor in New Zealand and in South Africa. David has written and edited more than twenty books, many on people leadership and management, strategic leadership, appraisal, practitioner research and some recent research includes work on high performing teams, support staff and student voice. He was co-editor of two professional journals for both primary and secondary school leaders for over six years. He recently co-authored a book on the leadership of groups of schools and his current work (with Ian Abbott) concerns leadership of learning for disadvantaged pupils.
Neil Burton is Partnership Manager and Associate Tutor of education masters courses with the University of Leicester, having worked in teacher education for several universities for the past 20 years. He is a member of the editorial board of Education 3-13 and is a recent past Chair of the Association for the Study of Primary Education. In addition to working with several school-based initial teacher training providers, he also teaches children (6-18 years-old) in schools on a regular basis for the joy of it.
